Team Development_Best practice principles and processes_25 26 November 2021

TEAM DEVELOPMENT – BEST
PRACTICE PRINCIPLES AND PROCESSES
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
ONLINE LEARNING PROGRAMME (LIVE)
25-26 NOVEMBER 2021

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 1
• SESSION #1: DIAGNOSIS OF TEAM
EFFECTIVENESS AND MATURITY
• SESSION #2: TEAM PRODUCTIVITY
IMPROVEMENT AND
PERFORMANCE MANAGEMENT
• SESSION #3: TEAM
COMMUNICATION, MOTIVATION
AND ENGAGEMENT
• SESSION #4: TEAM DIVERSITY,
INCLUSIVITY AND RELATIONSHIP-
BUILDING

ONLINE LEARNING
PROGRAMME
OVERVIEW – DAY 2
• SESSION #5: TEAM DECISION-
MAKING AND PROBLEM-
SOLVING
• SESSION #6: TEAM CONFLICT
RESOLUTION
• SESSION #7: REMOTE TEAM
MANAGEMENT

ONLINE LEARNING
PROGRAMME SCHEDULE
• DAY 1 - 2 (25-26 NOVEMBER 2021):
❑ Sessions 1/5: 8.30 – 10.30
❑ Tea-break: 10.30 – 10.45
❑ Sessions 2 & 3/6: 10.45 – 12.45
❑ Lunch-break: 12.45 – 13.30
❑ Sessions 4/7: 13.30 – 15.30
❑ Tea-break: 15.30 – 15.45
❑ Q&A Session (reflective learning):
15.45 – 16.00

SESSION #1:
DIAGNOSIS OF TEAM EFFECTIVENESS AND MATURITY

10 CHARACTERISTICS OF HIGH
PERFORMING TEAMS (COTTER, 2020)
https://www.surveymonkey.com/r/RMFFXCK
• 1. Creating a cohesive, mature and high
performing (HIPO) team culture;
• 2. Establishing team norms, values and
constructive role allocation;
• 3. Applying effective and innovative problem-
solving processes and practices;
• 4. Demonstrating effective decision-making
practices and processes and actively promoting
group consensus when engaging with key team
decisions;
• 5. Practicing collaborative communication,
principles of constructive dialogue and critical
conversations;

10 CHARACTERISTICS OF HIGH
PERFORMING TEAMS (COTTER, 2020)
• 6. Promoting diversity and inclusivity of all team
members as team assets;
• 7. Practicing functional. Constructive and
amicable conflict resolution and -management
processes;
• 8. Enhancing team relationships, based on a
foundation of trust, rapport and mutual respect;
• 9. Promoting team competence, high degree of
personal effectiveness and motivation;
• 10. Promoting a high impact learning (HILO) team
culture, generous knowledge sharing and skills
transfer.

LEARNING ACTIVITY 1
Group Discussion:
• 1.1 Identify the stage of your team’s maturity.
Refer to the diagnostic survey link:
• 1.2 Identify team development gaps. Describe
the strategies to actualize to and/or sustain
the most sophisticated stage, performing.

SESSION #2:
TEAM PRODUCTIVITY IMPROVEMENT, PERFORMANCE MANAGEMENT AND
LEARNING

PRODUCTIVITY IMPROVEMENT
STRATEGIES
• Job design
• Intra-preneurial incentives
• Training and education
• Incentives
• Empowerment and participation
• Devising reward systems

PRODUCTIVITY
IMPROVEMENT FOCAL
POINTS
• Processes
• Resources
• Structures
• Behaviour
• Systems

4 E’s of RESOURCE MANAGEMENT
Ethically

LEARNING ACTIVITY 2
Group discussion:
• By referring to the L-A-D-I-O
approach, develop
productivity improvement
strategies for your work
team at your organization, in
respect of team structures,
processes, systems,
behaviour (culture) and
resources.

CAUSES OF POOR
PERFORMANCE
❑Skills/competence
❑Personal problems
❑Lack of resources
❑Organizational factors

PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
DEVELOPING
COUNSELING
CAPITALIZING
COACHING

EMPOWERMENT – BEING A CONDUCTOR/FACILITATOR OF LEARNING

LEARNING ACTIVITY 3
Group Discussion:
• 3.1 By referring to the performance equation, compute your team’s PPS. Calculate
the resultant Performance Capability Gap Index (PCGI). Develop strategies to
improve any of the deficient team performance variables.
• 3.2 Apply Cotter’s (2018) 4 C’s performance management principles to the four (4)
quadrants of the Performance Matrix. When focusing on the poor performers and
under-achievers, formulate performance improvement strategies. When focusing
on solid performers, define your managerial/leadership role as a career navigator
to promote career fluidity and -longevity and with star performers, how to
accelerate employment mobility and promote employee retention.
• 3.3 As a team leader, describe your development and empowerment roles (e.g.
facilitator of learning and talent liberator), to promote experiential and social
learning within your team at your organization.

SESSION #3:
TEAM COMMUNICATION, MOTIVATION AND ENGAGEMENT

COMMUNICATION
IMPROVEMENT
STRATEGIES
• #1: Plan what you want to say and how you
will say it
• #2: Use multiple channels and mediums
• #3: Tailor the message to the audience
• #4: Use clear, simple and understandable
language
• #5: Empathize with others
• #6: Remember the value of face-to-face
communication when dealing with change

COMMUNICATION
IMPROVEMENT
STRATEGIES
• #7: Use two-way communication
• #8: Practice active listening
• #9: Match your words and actions
(congruency)
• #10: Ask for feedback/questions to
confirm understanding
• #11: Use the grapevine (as a source of
employee issues)
• #12: Use feedback
• #13: Use assertive communication

BARRIERS TO EFFECTIVE COMMUNICATION

BARRIERS TO EFFECTIVE
COMMUNICATION
• Intra-personal
• Interpersonal
• Structural
• Physical,
technological
and/or
environmental

BENEFITS OF A
MOTIVATED
WORKFORCE
• Quality performance
• High levels of productivity (“a team member is a
productive team member”)
• High levels of commitment (to both the team and
organization)
• High levels of team cohesion

THE PIVOTAL MOTIVATIONAL ROLE OF THE TEAM LEADER

MOTIVATIONAL STRATEGIES
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for all employees)
• Motivational theories should be regarded as cultural bound

LEARNING ACTIVITY 4
Group discussion:
• 4.1 Identify the five (5) foremost team
communication barriers at your
organization. Recommend improvement
strategies for these team communication
barriers.
• 4.2 In your capacity as a manager,
develop a Code of Best Practice of
effective strategies to enhance the levels
of motivation in your work team.

EMPLOYEE ENGAGEMENT STRATEGIES
• Engagement with the job
❑ Where employees are strongly engaged with the work they are actually doing, research
shows that this produces high performance, high levels of support to the team and low
levels of deviant behaviour.
❑ While most engagement interventions seek to build organisational engagement, it might
be better to look at interventions to make work more meaningful for employees and/or
to work harder on the person/job fit.
• Engagement with the organisation
❑ Good practice in this area requires total buy-in and visible leadership and commitment
for all levels of managers.
❑ Many of the issues which directly impact on the engagement of employees reside with
managers and their behaviour and treatment of employees.
❑ HR practitioners’ roles are to diagnose, support and coach management on those issues
and to review, redesign and implement HR specific programmes including learning and
development, performance management and reward management.

(COTTER, 2019)
https://www.surveymonkey.com/r/RG2GCBW
1. Your organization's employees have clarity regarding their respective roles/jobs and
performance expectations; there is role/job optimization as well as perceived
task/job identity and -significance.
2. Your organization's employees receive an abundance of recognition and praise as well
as demonstrable care and interest from their managers.
3. Your organization's employees receive encouragement of their personal and
professional development and there is significant managerial interest in career
progression and development.
4. There is collegial and harmonious working relationships amongst team members and
peers at your organization.
5. Your organization's employees have sufficient workplace resources, materials and
equipment to perform their jobs satisfactorily and they have reasonable autonomy to
plan/schedule daily tasks and to make routine decisions.

(COTTER, 2019)
6. Your organization's employee opinions and inputs are valued by management and there is
significant organizational platforms and opportunities for them to exercise their employee voice.
7. Your organization's employees have meaningful levels of trust in the organizational leadership
team and are regarded as exemplary role models.
8. There is a culture of performance excellence at your organization and the majority of employees
are prepared to go the extra mile and are committed to sustaining high quality and performance
standards.
9. Your organization has a conducive work environment, culture and climate that promotes a
strengths-based leadership culture; offers work-life balance, employee well-being and fair
remuneration and other employment practices and -policies.
10. Your organization has a significant training investment factor, advocates and employs talent
management and -development strategies and there are ample opportunities for employees to learn
and grow.

LEARNING ACTIVITY 5
• 5.1 Diagnose your team member’s engagement
levels against the ten (10) best practice criteria.
Refer to the diagnostic survey link:
Group Discussion:
• 5.2 Identify gaps and recommend improvement
strategies.

CIPD STRATEGIES (2013)
• “Giving employees meaningful voice: facilitating upwards feedback,
having respectful, adult to-adult conversations and responding to
employee views
• Effective communications that keep employees well informed and
reinforce the organisation’s purpose
• Role modelling: employees need to see that managers are
committed to the organisation and uphold the values of employee
engagement in how they act
• Fair and just management processes for dealing with problems and
supporting employee well-being.”

STRATEGIES TO ACCELERATE
EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three
(3) strategies to accelerate
employee engagement are:
❖ Select the Right People and
Managers
❖ Develop employees’ strengths
❖ Enhance employees’ well-
being

SELECT THE RIGHT PEOPLE AND RIGHT
MANAGERS
• Through selecting the right managers and employees for any role,
companies can strategically boost engagement.
• Great managers have great talent for supporting, positioning, empowering,
and engaging their staff.
• A few key employees stand out for their ability to foster workplace
engagement. They energize and influence others with their commitment to
achieving organizational and team objectives.
• Gallup developed the Engagement Creation Index (ECI) — an innovative
tool designed to identify and measure the talent for engaging others — to
help organizations transform their engagement dynamic by adjusting their
hiring practices. ECI captures a candidate’s ability to act as a catalyst to
build engaged work teams.

SELECT THE RIGHT PEOPLE AND RIGHT
MANAGERS
• It is imperative for leaders to devise selection strategies with the goal
of accelerating employee engagement. This starts with hiring and
promoting managers based on objective selection criteria to ensure
that companies hire/promote managers with the talent to lead and
engage their workgroups.
• With each new hire or promotion, employers have the opportunity
to maximize employee engagement in the workplace.
• People want to feel supported, have a sense of belonging, and
understand the contribution they can make toward organizational
goals. Making sure that they get these things from their interactions
with managers and team members is key to driving their
engagement.

STRENGTHS-BASED LEADERSHIP APPROACH TO
EMPLOYEE ENGAGEMENT
• Managers who focus on their employees’ strengths can practically eliminate
active disengagement and double the average of U.S. workers who are
engaged nationwide.
• Building employees’ strengths is a far more effective approach than trying
to improve weaknesses.
• A strengths-based management approach is the best way to improve the
employee - manager relationship.
• Increased productivity:
❖ Gallup’s data show that simply learning their strengths makes employees 7.8%
more productive.
❖ Teams that focus on strengths every day have 12.5% greater productivity.

STRENGTHS-BASED
LEADERSHIP APPROACH TO
EMPLOYEE ENGAGEMENT
• Help employees align
their greatest talents to
the expectations and
responsibilities of their
roles.
• Incorporate strengths into
performance
conversations and
reviews and help
employees set goals
based on their strengths.
• Focusing on strengths
improves employees’ lives
and the organization’s
bottom line – facilitates a
win-win situation

ENHANCE EMPLOYEES’ WELL-BEING
• Great managers know that the whole person comes to work and that each
employee’s well-being influences individual and organizational performance.
• Employees who are engaged in their jobs are generally in better health and have
healthier habits than employees who are not engaged or are actively disengaged.
• Engaged and thriving employees are resilient and agile
• Thriving employees have strong, progressive overall well-being; struggling
employees have moderate or inconsistent overall well-being; and suffering
employees have well-being that is at high risk.
• Employees who are thriving in their lives overall are more than twice as likely as
those who are struggling to be engaged in their jobs.
• Employees with high well-being have lower healthcare costs

THE MANAGER’S ROLE IN IMPROVING EMPLOYEE
ENGAGEMENT AND WELL-BEING
• Make well-being an organizational strategy — much like other organizational
outcomes
• Communicate a commitment to well-being consistently in all of the programs the
company offers.
• Hold leaders accountable for well-being programs available to employees.
• Consider how to embed activities to increase well-being in individual development
plans and goals.
• Set positive defaults for making healthy choices.
❖ In vending machines and cafeterias, ensure that healthy snacks and drinks are the most
accessible.
❖ Offer plenty of opportunities to join physical or social activities throughout the day.

BEST PRACTICE
EMPLOYEE
ENGAGEMENT
• According to Gallup (2013) research, the
best organizations deeply integrate
employee engagement into the following
four (4) areas:
❖ Strategy and Leadership Philosophy
❖ Accountability and Performance
❖ Communication and Knowledge
Management
❖ Development and on-going Learning
Opportunities

ARMSTRONG’S EMPLOYEE
ENGAGEMENT STRATEGIES
❑Leadership
❑The work environment
❑Job design
❑Opportunities for
personal growth
❑Performance
Management

TINYpulse (2018)
STRATEGIES
• Great managers fuel
employee loyalty
• Recognition is a matter of
priority
• Employees crave work-life
balance
• Culture eats compensation
for breakfast
• Growth opportunities are
talent-magnets

MOST IMPACTFUL EMPLOYEE
ENGAGEMENT DRIVERS
(HARVARD BUSINESS REVIEW – 2014)

VIDEO CLIP
• What Great Employee
Engagement looks like?
https://www.youtube.com/w
atch?v=uan2fHQ51zg
• Debriefing: Extract the
lessons from this video clip

LEARNING ACTIVITY 6
Group discussion:
• By referring to the identified gaps
(learning activity 5), critically review
the various expert employee
engagement strategies and develop a
Code of Best Practice, by extracting
those strategies that you believe are
most relevant to your work team at
your organization.

SESSION #4:
TEAM DIVERSITY AND -INCLUSIVITY AND RELATIONSHIP
BUILDING

DIVERSITY
MANAGEMENT
STRATEGIES
• #1: Fully accept diversity
• #2: Recruit broadly and select
fairly
• #3: Provide orientation and
training programs
• #4: Sensitize team members
• #5: Strive to be flexible
• #6: Seek to motivate individually
and support valuable team
membership
• #7: Reinforce employee
differences
• #8: Encourage interaction and
engagement
• #9: Trouble-shoot diversity
problems

CONTEXT OF TRANSACTIONAL ANALYSIS
(TA)
• We’ve all experienced communication breakdowns.
• You know the feeling. One minute you’re having a normal conversation with someone, and then, before you
know it, one of you is triggered and the conversation is over. The conversation either ends in anger, hurt
feelings or conflict, or it "withers away" because one of you has withdrawn or shut down.
• In both cases, there’s a breakdown. The conversation has failed to achieve its goal, whether it’s being heard,
solving a problem, feeling connected, making a decision, etc.
• This happens all the time. It takes seconds for a conversation to shift from a positive, connection-driven
interaction into a negative one.
• And negative interactions take a toll on our relationships. Various studies reveal that we need 5 positive
interactions to make up for every negative interaction we have with someone close to us.
• So why does this happen?
• According to TA, we experience communication breakdown because we’re not fully present in our
conversations. Instead of reacting to the here and now, we’re communicating from different ‘ego states’. And
when these ego states are crossed, conflict happens.

OVERVIEW OF TA
• TA is a psychological theory, developed by Eric Berne in the
1960s, that helps explain why we think, act and feel the
way we do.
• TA claims that we can better understand ourselves
by analyzing our transactions with the people closest to us.
• Transaction = conversation/interaction between two
people.
• TA is most effective for understanding:
❑ 1) transactions with people you’re close to, not colleagues
or acquaintances and
❑ 2) transactions about sensitive, important topics which
causes a deep-rooted emotional reaction in you or the
other person.

PRINCIPLES OF TA
❑We all have three ‘ego states’ (Parent, Adult, and Child)
❑We all have transactions (with other people, or internally
with ourselves)
❑We all (unconsciously) activate our ego states in our
transactions, which can lead to conflict, negative emotions,
pain, etc.
• Basically, transactional analysis is about identifying which ego
states are present in your transactions so that you can
become more conscious of your thoughts and behaviours,
and, ultimately, have better, more constructive transactions
with the people closest to you.

PARENT-ADULT-CHILD (PAC) MODEL

UNDERSTANDING TRANSACTIONS
• According to TA, there are three kinds of transactions:
❑Complementary - effective and successful communication.
Complementary transactions are when two people’s ego
states are sympathetic or complementary to one another.
❑Crossed - Person 1 says something from one ego state and
receives a different response than he/she is expecting.
❑Ulterior - these are the transactions that lead to Games, and
a lot of confusion, miscommunication and conflict in our
lives. 2 messages are conveyed simultaneously – one that is
overt (social level) and other covert (psychological level).

EXAMPLE OF A
COMPLEMENTARY
TRANSACTION

EXAMPLE OF
A CROSSED
TRANSACTION

EXAMPLE OF
AN ULTERIOR
TRANSACTION

LEARNING ACTIVITY 7
Group Discussion:
• 7.1 Describe the degree of diversity in your
work teams at your organization. As a team
leader, do you regard diversity as an asset or a
liability? Develop a Code of Best Practice of
effective diversity and inclusivity improvement
strategies for your work team.
• 7.2 Describe how the PAC model can be utilized
to build collegial and harmonious team
member relationships.

SESSION #5:
TEAM DECISION-MAKING AND PROBLEM-SOLVING

COTTER’S 3 C’s OF DECISION-MAKING
(2019)
• According to Cotter (2019), supervisors/managers
should apply the 3 C’s when managing these
decision-making factors, namely:
• Clinical (Certainty)
• Calculated (Risk)
• Cautious (Uncertainty)

INDIVIDUAL vs. GROUP DECISION-
MAKING
INDIVIDUAL GROUP
Faster More time-consuming
Realizes less accurate decisions Realizes better results
More cost-effective More labour intensive
Easier to reach a decision More difficult to reach a decision
owing to seeking consensus
Employee exclusion Employee involvement and

LEARNING ACTIVITY 8
Group Discussion:
• 8.1 Discuss the advantages and disadvantages
of individual and group decision-making. As a
team leader/supervisor which of these two
methods do you favour? Substantiate your
thinking.
• 8.2 In your supervisory working environment
what are the factors that inhibit effective
team decision-making at your organization.
Provide possible solutions for these factors.

PROBLEM-SOLVING PROCESS
• Step 1: Identify, analyze and define problem
• Step 2: Search for ideas and solutions
• Step 3: Evaluate ideas and solutions
• Step 4: Select most appropriate solution
• Step 5: Implement solution
• Step 6: Evaluate the effectiveness of solution

STEP 1: ANALYZE (BY MEANS OF FISHBONE
DIAGRAM)

STEP 2: SEARCH
FOR IDEAS AND
SOLUTIONS

STEP 3: EVALUATE (BY MEANS OF
DECISION MATRIX)

STEP 4: TYPES OF SOLUTIONS
• MOP-IT • STOP-IT

STEP 5: IMPLEMENT (BY MEANS OF
ACTION PLAN)

LEARNING ACTIVITY 9
Group Discussion:
• Identify an unstructured work problem
that your team is currently confronted
with. Apply the 6-step problem-
solving process and recommend an
adequate solution for this identified
problem.

SESSION #6:
TEAM CONFLICT RESOLUTION

FUNCTIONAL AND DYSFUNCTIONAL
CONFLICT
• Functional conflict leads to open discussion, a better
understanding of differences, innovative solutions and greater
commitment.
• Functional conflict contributes to the achievement of
organizational goals and enhances relationship-building.
• Dysfunctional conflict tends be more focused on emotions than
on the goal/task at hand known as affect conflict/interpersonal
conflict, it is destructive when a solution is not reached, energy is
diverted away from the core problem and morale is negatively
affected.
• Dysfunctional conflict is detrimental to relationships within the
team and team performance.

CAUSES/SOURCES OF
CONFLICT
• Intra-personal
• Interpersonal
• Intra-group
• Inter-group

INDICATORS/WARNING
SIGNS OF CONFLICT
• Signs of conflict
between individuals
• Signs of conflict
between groups of
people

ADVANTAGES OF OPTIMAL
LEVELS OF CONFLICT
• Co-operation from team members
• Improved performance and
productivity
• Reduced stress
• Preserved integrity
• Solve problems as quickly as possible
• Improved relationships and teamwork
• Enhanced creativity
• Increased staff morale

MANAGER
RESPONSIBILITIES
• Conflict Manager
• Coach
• Liaison
• Trouble-shooter

CONFLICT MANAGER
• Key responsibilities include:
❑Helping to identify the sources of conflict
❑Identifying the resolution options available
❑Evaluating the advantages and disadvantages of each
resolution option

LEARNING ACTIVITY 10
Group Discussion:
• 10.1 Identify one (1) example of current or recent intra-
group (team) workplace conflict at your organization.
Indicate whether this is an example of functional or
dysfunctional conflict. Substantiate your answer.
Describe the indicators/warning signs of this intra-group
(team) conflict.
• 10.2 Describe your primary roles and responsibilities as a
conflict manager within your work team. Do you believe
that team members share responsibility to resolve
conflict in your work team? Substantiate your answer.

CONFLICT RESOLUTION STYLES
• Shark (Competing)
• Turtle (Avoiding)
• Fox (Compromising)
• Teddy-bear (Accommodating)
• Owl (Collaborating)

THE 4-STEP CONFLICT
RESOLUTION PROCESS –
THERAPEUTIC MODEL
• Step 1: Identify sources of
potential and actual conflict
(DIAGNOSIS)
• Step 2: Develop conflict
resolution strategies/techniques
(EXAMINATION)
• Step 3: Apply conflict resolution
strategies/techniques (REMEDY)
• Step 4: Control and review the
effectiveness of the conflict
resolution strategy/technique
(FOLLOW-UP)

STEP 1:
DIAGNOSIS
• Identify the sources/causes of
conflict:
❑Intra-personal
❑Interpersonal
❑Intra-group or Inter-group
• The best approach to manage
conflict effectively is to be
proactive.

STEP 2:
EXAMINATION
• Develop conflict resolution
strategies/techniques:
❑ Shark (Competing)
❑ Turtle (Avoiding)
❑ Fox (Compromising)
❑ Teddy-bear (Accommodating)
❑ Owl (Collaborating)
• There is no one best way to deal with conflict. It
is dependent on the current situation as well as
the team members involved in the conflict.
• The golden rule is that managers should take
prompt action in resolving conflict.
• By failing to act, it may result in the conflict
escalating beyond control and “spreading like a
cancer” negatively affecting team performance
and relationships.

STEP 3: REMEDY
• Apply conflict resolution
strategies/techniques
• The key is to match strategies to
situations
• Influential considerations:
❑Time pressure
❑Issue importance
❑Relationship importance
❑Relative power

SUITABILITY AND
APPROPRIATENESS:
SHARK
• When conflict involves personal
differences that are difficult to change
• When fostering intimate or supportive
relationships is not critical
• When others are likely to take advantage
of non-competitive behaviour
• When conflict resolution is urgent; when
decision is vital and when in a crisis
• When unpopular decisions need to be
implemented
• Use when you have a very strong
conviction about your position
• If time is precious and if you have enough
power to impose your will

SUITABILITY AND
APPROPRIATENESS:
TURTLE
• When the stakes are not high or issue is
trivial
• When confrontation will hurt a working
relationship
• When there is little chance of satisfying your
wants
• When disruption outweighs benefit of
conflict resolution
• When gathering information is more
important than an immediate decision
• When others can more effectively resolve the
conflict
• When time constraints demand a delay
• Use it when it simply is not worth the effort
to argue

SUITABILITY AND
APPROPRIATENESS: FOX
• When important/complex issues
leave no clear or simple solutions
• When all conflicting people are
equal in power and have strong
interests in different solutions
• When there are no time restraints
• Use when the goal is to get past
the issue and move on

SUITABILITY AND
APPROPRIATENESS:
TEDDY-BEAR
• When maintaining the relationship
outweighs other considerations
• When suggestions/changes are not
important to the accommodator
• When minimizing losses in
situations where outmatched or
losing
• When time is limited or when
harmony and stability are valued
• Use this approach very sparingly
and infrequently, for example, in
situations when you know that
you will have another more useful
approach in the very near future

SUITABILITY AND
APPROPRIATENESS: OWL
• When maintaining relationships is
important
• When time is not a concern
• When peer conflict is involved
• When trying to gain commitment
through consensus building
• When learning and trying to merge
differing perspectives
• Use when the goal is to meet as many
current needs as possible by using
mutual resources. This approach
sometimes raises new mutual needs.
• Use when the goal is to cultivate
ownership and commitment

STEP 4: FOLLOW-
UP
• Managers will need to confirm
whether this technique has
adequately resolved the conflict.
• In the event that this dysfunctional
conflict persists, managers may have
to resort to alternative (third party)
strategies:
❑ Mediation
❑ Counseling
❑ Organizational development
(OD) interventions

CONFLICT MANAGEMENT GUIDING PRINCIPLES –
TIPS AND TECHNIQUES

Group discussion
• 11.1 Apply the 4-step conflict
resolution process, to find a
solution for an identified conflict
situation within your work team
at your organization.
• 11.2 Review the conflict
resolution tips and techniques
and prioritize the most relevant
guidelines for your work team.

SESSION #7:
REMOTE TEAM MANAGEMENT

CRITICAL SUCCESS FACTORS
FOR REMOTE WORKING
(COTTER, 2021)
https://www.surveymonkey.com/r/TKN76QN
• #1: Conducive and supportive
organizational culture and value system,
so that remote working can flourish
• #2: Appropriate HRM and remote work
strategy and objectives, aligned with
company business strategy
• #3: Flexible and enabling organizational
structures
• #4: Compliant HRM Governance
framework (HRM, remote employment
and related policies)
• #5: Appropriate, collaborative and
supportive HRM and employment
practices

CRITICAL SUCCESS
FACTORS FOR REMOTE
WORKING (COTTER, 2021)
• #6: Efficient work processes and digital
systems, supportive of remote working
• #7: Stable and reliable technological
platforms and tools and internet
connectivity to promote effective remote
work, meetings and communication.
• #8: Relevant leadership competencies and
remote working skills
• #9: Supportive and engaging management
and cohesive remote team members
• #10: Sufficient performance, productivity
and remote employee well-being
monitoring and evaluation tools and
control processes.
https://www.surveymonkey.com/r/TKN76QN

THE 6 BIGGEST REMOTE WORK CHALLENGES
(AND HOW TO OVERCOME THEM)
• #1: Working too much
❑ How to avoid over-working
❑ How to make sure you get the most important
work done
❑ How to deal with interruptions at home
• #2: How to not feel isolated when working from
home
• #3: Communication issues and being out of the
loop
• #4: Time zone differences
• #5: Technology hiccups
• #6: Bad health habits

Group discussion:
• 12.1 Critically evaluate your organization’s current remote
working practices against the critical success factors for
remote working arrangements. Refer to the diagnostic
survey link: https://www.surveymonkey.com/r/TKN76QN
Identify gaps and recommend improvement strategies.
• 12.2 Explain your own team challenges of working
remotely at your organization. In order to become a more
efficient organization, recommend improvement strategies
to overcoming these identified challenges of remote
working at your organization.

COMPETENCY PROFILE AND SKILLS OF EFFECTIVE REMOTE MANAGERS AND WORKERS

TRAITS OF LEADERS
WHO SUCCESSFULLY
MANAGE REMOTE
EMPLOYEES
• Sympathy/Empathy
• Communication
• Accountability
• Reach-ability/Availability
• Flexibility

• Integrity
• Agility and Passion
• Personal Accountability
• Self-Awareness and Grit
• Self-Motivation
• Drive and Collaboration
• Independence

• Self-Management and Initiative
• Communication
• Discipline and Dedication
• Time Management
• Responsiveness
• Personal Leadership

Group discussion:
• 13.1 By referring to the ATD framework, evaluate
your leadership competency profile within your
organization’s remote working environment?
Identify development gaps and recommend
improvement strategies.
• 13.2 Discuss the traits of successful team members
within your organization’s remote working
environment.

CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation

DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

Team Development_Best practice principles and processes_25 26 November 2021

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Team Development_Best practice principles and processes_25 26 November 2021

Similaire à Team Development_Best practice principles and processes_25 26 November 2021 (20)

Plus de Charles Cotter, PhD

Plus de Charles Cotter, PhD (20)

Dernier

Dernier (20)

Team Development_Best practice principles and processes_25 26 November 2021